Marketing/Logistics Integration and Firm Performance

Stank, Theodore P.; Daugherty, Patricia J.; Ellinger, Alexander E.

doi:10.1108/09574099910805905

Cited by 163 publications

(157 citation statements)

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“…Even though studies of internal integration are relatively new in the supply chain context (Giménez, 2004;Giménez and Ventura, 2003;Pagell, 2004), there have been many earlier studies in the area of inter-functional integration in the contexts of new product development and the productionmarketing interface (e.g. Calantone et al, 2002;Kahn, 1996;Kahn and Mentzer, 1996;Mollenkopf et al, 2000;Stank et al, 1999).…”

Section: Literature Reviewmentioning

confidence: 99%

Nurturing Internal Supply Chain Integration

Basnet

Wisner

2014

OSCM: An Int. Journal

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A firm's internal supply chain refers to the specific value-creating functions within the organisation, such as production, sales and distribution. Previous research has shown that these functions need to work together to achieve high levels of firm performance. However, the means to achieve this integration of internal supply chain functions have not received much attention in the current literature. In this paper, we review the published literature on internal supply chain integration and report on empirical research, which we conducted to test various antecedents of integration. Results from our survey indicate that line managers are able to improve functional integration by fostering a positive attitude towards other departments. Integration appears also to be enhanced by making departments jointly accountable for achieving company goals.

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Section: Literature Reviewmentioning

confidence: 99%

Nurturing Internal Supply Chain Integration

Basnet

Wisner

2014

OSCM: An Int. Journal

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“…For instance, Lee, Kang, Hsu, & Hung (2009) arbitrarily decided a cut-off score for their questionnaire, while in several studies, the Likert scale mid-point was set as either a cut-off point (e.g. Stank, Daugherty, & Ellinger, 1999) or a threshold score (e.g. Liu, Grant, McKinnon, & Feng, 2010b).…”

Section: Constitution Of the Decision Modelmentioning

confidence: 99%

A decision support model for identification and prioritization of key performance indicators in the logistics industry

Küçükaltan

Irani

Aktaş

2016

Computers in Human Behavior

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Performance measurement of logistics companies is based upon various performance indicators. Yet, in the logistics industry, there are several vaguenesses, such as deciding on key indicators and determining interrelationships between performance indicators. In order to resolve these vaguenesses, this paper first presents the stakeholder-informed Balanced Scorecard (BSC) model, by incorporating financial (e.g. cost) and non-financial (e.g. social media) performance indicators, with a comprehensive approach as a response to the major shortcomings of the generic BSC regarding the negligence of different stakeholders. Subsequently, since the indicators are not independent of each other, a robust multi-criteria decision making technique, the Analytic Network Process (ANP) method is implemented to analyze the interrelationships. The integration of these two techniques provides a novel way to evaluate logistics performance indicators from logisticians' perspective. This is a matter that has not been addressed in the logistics industry to date, and as such remains a gap that needs to be investigated. Therefore, the proposed model identifies key performance indicators as well as various stakeholders in the logistics industry, and analyzes the interrelationships among the indicators by using the ANP. Consequently, the results show that educated employee (15.61%) is the most important indicator for the competitiveness of logistics companies.

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“…Interdependencies between the departments of logistics and marketing result in inefficiencies caused for example by lack of coordination concerning sales plans and sales promotion. Stank et al [20] as well as Ellinger [21] were able to demonstrate that a close coordination between these two departments can result in an improved logistical performance of companies. In order to improve customer satisfaction and achieve a corresponding increase in sales the sales department may increase the diversity of product variants to improve the degree of satisfaction of product-dependent customer wishes.…”

Section: Literature Review Of Characterized Interdepartmental Conflicmentioning

confidence: 99%

Cybernetic Approach for Interdepartmental Cause-effect Relationship Modelling

Mayer¹,

Nyhuis²

2016

ujm

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In response to a growing complexity within the value creation in companies as well as in supply chain networks, corporate decision making tasks are primarily organized in a function-oriented way. This functional orientation is inevitably reflected in departmental objectives and corresponding objective systems which define the possible optimization strategies with respect to the decision making tasks of individual departments. Based on such department-specific objective systems, the development of conflicts of objectives between departments can be observed. This paper proposes a model-based approach to create systematization for describing interdepartmental conflicts of objectives. Based on actuating variables, control variables, result variables and objectives, the objective systems and measures of individual departments are interlinked and integrated in a cybernetic model. This cybernetic model allows the description of significant cause-effect relationships between the departments in order productions. Additionally, the impacts of the decisions of individual departments on the objective systems of other departments can be derived from the model. The model as developed is restricted to the objective system of order productions but can be transferred by way of pertinent adaptations and extensions of the specific objective system to other order fulfillment processes. The transparent presentation of interdepartmental cause-effect relationships makes it possible to increase collaboration between departments. Departments are empowered in the cybernetic model to align and optimize their actions to reflect overall corporate goals and the objective systems of other departments. Furthermore, in addition to the existing empirically motivated studies, the introduced model can expand the systematic development of collaboration in companies.

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Marketing/Logistics Integration and Firm Performance

Cited by 163 publications

References 0 publications

Nurturing Internal Supply Chain Integration

Nurturing Internal Supply Chain Integration

A decision support model for identification and prioritization of key performance indicators in the logistics industry

Cybernetic Approach for Interdepartmental Cause-effect Relationship Modelling

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